by Triangle Performance Staff | Apr 13, 2009 | Kevin Berchelmann, Organizational Effectiveness
Well, is it??
A company needs human resources (people, talent, etc.) to survive. It does not, necessarily, need Human Resources (the department). The challenge for HR, then, is to become the real expert and leader in those things positively impacting the organization’s human capital — creating value, improving productivity, increasing returns, etc.
If HR’s sole claim to fame is compliance, they’ll generally be seen as a barrier, and can be replaced by a $50 CD. Equally, if they simply act as a broker of others’ efforts (vendors, consultants, outsourcers, etc.), this adds minimal value.
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by D. Kevin Berchelmann | Apr 13, 2009 | Executive Improvement, Kevin Berchelmann
Well, me, of course…
OK, seriously… had a colleague recently ask me how to determine which consultant or firm is “best” for a particular organization’s needs. Though much of this may be common sense, there are some specifics of which you should be mindful. (more…)
by D. Kevin Berchelmann | Feb 24, 2009 | Executive Improvement, Kevin Berchelmann
Mi dos centavos (that’s “my two cents” for you non-Hispanic learned northerners…):
If only a shred of this thinking could catch on…
Yes, the economy is volatile right now; but clients and customers are still in need, money is still available, and many goods and services may – if framed correctly – be more valuable than ever before.
For those bold and determined, this is “our time to shine,” not “our time to hunker down and hope for bread crumbs.” Never let ourselves kid each other that there’s no business out there right now.
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by Triangle Performance Staff | Dec 10, 2008 | Kevin Berchelmann, Organizational Effectiveness
I recently had a discussion with a client about “merit” pay increases. Never mind the current concerns over giving ANY pay increases; we were discussing how to divvy up the dollars. She asked me how, if we budget for across-the-board adjustments, do we also recognize performance…? (more…)
by D. Kevin Berchelmann | Nov 18, 2008 | Executive Improvement, Kevin Berchelmann
I was recently asked about the types of manipulation that I see occurring in leaders. At first, I was puzzled why I couldn’t come up with an immediate, pithy reply (my norm), and then it dawned on me…
The base premise is flawed.
Leadership is not manipulation, and anyone who resorts to same — even the “positive spin” version — is not leading. They are manipulating, or at best, managing (controlling).
Leadership — true leadership — is forward-looking and visionary. It sets a path, a course, and creates meaningful ways to accomplish the journey. (more…)
by D. Kevin Berchelmann | Nov 17, 2008 | Executive Improvement, Kevin Berchelmann
Bail out the auto industry, you say??
$25B sounds like a lot of cash to normal people, but it’s barely a band-aid for the automakers’ troubles. If we do this, they’ll soon be back at the trough for more.
The problems with U.S. automakers are cost of labor, stupid supplier agreements, and way, way too many dealerships.
I say allow them to go into bankruptcy, use that as impetus for renegotiating labor agreements, changing inflated supplier contracts, and allowing many borderline, cash-driven dealerships to go away. If the government simply MUST provide bail-out cash, do so as a guarantee to whomever comes forward with post-bankruptcy DIP financing.
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